Co-founder of a new reliability solutions contract services provider to support clients with their Asset Management and Reliability program needs in asset intensive industries. Janus’ model is to support Maintenance and Reliability teams complete projects and initiatives with top-notch resources that understand their work firsthand. Janus specializes in reliability analytics, equipment strategy development, reliability programs, master data, criticality assessments, root cause analysis, continuous improvement, audits, and much more. As a co-founder / director, involved in all aspects of the business with the partners; technical and resource development lead.

Enhance asset health and reliability, and ultimately cost and production performance, enterprise-wide though development and improvement of effective maintenance and reliability processes utilizing continuous improvement methodologies. * Support Business Process Owners, particularly for the Operate, Maintain, and Improve Facilities BPO and Manage Goods and Services BPO * Provide expert M&R business process guidance to site leadership* Develop and analyze pertinent key performance indicators to identify improvement opportunities* Collaborate with stakeholders and functional areas (e.g. M&R Technical networks, SCM) for long term improvements through process, practice and technology. Projects include Delivery on Time (materials and services), Reduction of Excess Materials, Schedule Compliance Improvement, Effective Backlog Reduction and Management, and Integrated Vendor Catalogues.* Provide support for adoption of S4/ HANA at Syncrude sites - replication of Syncrude best practices

Leading the Suncor Technical Excellence Network (STEN) for Planning & Scheduling to develop and drive best practices across the Enterprise* Developed and promoted the Maintenance Planning and Scheduling sections of the M&R Standard, and related supporting guidance documentation, activity guides, and training material; leverage the expert subject matter knowledge and experience of the STEN to promote the Suncor "One Way".* Development of detailed role descriptions and capability and competency models for Planning and Scheduling. * Promoted collaboration of the STEN members and the extended network through sharing and adoption of best practices, utilization of sub-committees to resolve problems, prudent application of technology, and other network building activities* Led Communities of Practice (CoP) for sub-topics in Scheduling and M&R Programs (PM's)* Collaborated with other STENs -Maintenance Execution and Reliability, and other stakeholder groups (e.g. SCM) to resolve common issues - i.e. Schedule Compliance and Delivery on Time (materials and services)* Provided expert M&R guidance to sites, including M&R leadership, STEN members and individual practitioners. Influenced maintenance & reliability effectiveness across the corporation, positively impacting costs, asset performance and health.* Evaluated and developed new process, practices and technology pertaining to Planning & Scheduling. Apply Continuous Improvement practices as required.* Support and influence implementation of ERP upgrade (SAP S4/HANA). Changes to core functionality of SAP to "vanilla" necessitated process changes directly impacting P&S.

• Develop and coordinate the effective implementation of the Reliability Improvement Plan for all Oil Sands business areas. • Review progress and results of each project to ensure efficacy of the program; audit processes being utilized and recommended and implement improvements. • Developed new Oil Sands Bad Actor Elimination program and rolled out to all 19 OS CFTs• Drove development of integration between SAP and digital parts assembly drawings (a visual BOM) to improve planning effectiveness and material selection accuracy

• Provide expert advice to Mining and Extraction business areas for adopting the Asset Life Cycle concept, cradle to grave. • Projects include preparation work for new assets (e.g. SAP, equipment strategies, system integration), process optimization, SAP master data clean-up, and PM Optimization (2017 POEA winner, small-team).• Coordinated development of equipment strategy for new Komatsu 980E haul truck between Oil Sands Base and Fort Hills • Provided expert advice in adoption of new vendor contracts, and coordinated development of master data to support execution.

• Lead reliability and maintenance engineering teams to optimize the performance of the ultra-class haul truck fleet and graders• Established distinct role descriptions for department to maintain focus on long term objectives, while managing day to day technical support requirements; focused reliability engineering efforts in performing life cycle analyses, identifying bad actors and developing mitigation strategies and tactics while maintenance engineering function prioritized technical support to the Maintenance Execution team – work scope development, failure analyses, and tool design.• Introduced standardized engineering work scope packages to eliminate rework• Led Mobile Equipment Fire Reduction RRT (2012) for Mining; resulting in a 53% reduction in fuel fed fires in 2013.• Presented “Ultra-Class Haul Truck Life Extension” at Canadian Institute of Mining MEMO conference – September 2013

• Lead engineering team to provide asset project engineering services• Projects included tool design and fabrication, productivity studies, and regulatory testing (eg. Brake testing and Mining’s compliance to the QA IMS standard). • Developed project management capabilities of the team through training and adaptation of PMI principles and processes. • Led project to introduce Lean Management to the Trucks Maintenance Shop. Collaborated with area leadership to introduce Autonomous Improvement boards, SMED, and 5S, with a focus on optimizing Inspection/Service activity. Successfully reduced the time to execute PM services by 67%.

• Managed the maintenance planning and scheduling functions in the Mining business unit.• Monitored department performance through corporate KPI’s, SAP system data, and in consultation with area maintenance managers. • Stewarded to a T-6 six week schedule and developed processes with SCM Logistics and vendors to ensure materials were available. Monitored efficacy of each schedule and developed continuous improvement processes. • Provided mentorship and coaching to 2 Planning Leads. • Also accountable for leading Business Services, comprised of Warranty, Parts Contract, and administrative personnel, for a total department size of 38 employees. • Collaborated with other Oil Sands Planning Managers to develop a one-way approach to planning and scheduling activities; developed employee training program to progress Jr. Planners to Lead Planner level.

• Lead the planners in the three primary asset groups in Mining – Trucks, Shovels, and Tracks/Auxiliary. • Provided mentorship and guidance in the adherence to world class planning practices in compliance with Suncor’s Maintenance & Reliability standard and in the utilization of SAP’s plant maintenance module. • Worked with each employee to create personal and professional development plans. • Served as a formal SAP trainer for Master Data, Level 2.

Development, preparation and implementation of Project Cornerstone in Mining:• world-class maintenance and reliability work practices• SAP PM Module - process training and coaching• Trainer - SAP Master Data Level II• Developed initial equipment strategies for all equipment in Mining Fleet• Standard practices for creating SAP maintenance programs